I/O Flashcards
“Paired Comparison” technique makes comparisons between employee’s to evaluate their (…).
job performance
A job (…) clarifies the requirements of a job, while a job (…) determines the relative worth of a job for compensation.
analysis, evaluation
An example of off the job training is (…) and (…). On the job, (…) (…).
behavioral modeling, vestibule training, job rotation
(…) (…) is the notion that pay should be based on the (…) worth of the job to overcome salary injustice (specifically with gender).
comparable worth, intrinsic
Critical Incident Technique and BARS are examples of (…) (…). Ratee’s performance are gauged in (…) terms vs. compared to other workers.
absolute techniques, absolute
Ohio State University study described leaders with two dimensions: (…) and (…) (…).
consideration (person-centered style), initiating structure (task-oriented style)
According to expectancy theory, motivation has 3 elements: (…), (…), and (…). Effort to task success, success to goals, goals are desirable.That the outcome will be desirable, describes having positive (…).
expectancy, instrumentality, valence
Normative decision-making model suggests three strategies: (…), (…), and (…) based on the nature of the situation. Associated with Vroom, it provides a (…) tree to help leaders.
autocratic, consultative, group, decisional
High cohesiveness in a group produces greater (…) in (…). When low, the later tends to be moderate.
consistency, productivity
Hersey & Blanchard’s (…) leadership dinstinguishes between 4 styles: (…), (…), (…), and (…). Style depends on job (…) of workers.
situational; telling, selling, participating, delegating; maturity
Survey feedback focuses on identifying (…) attitudes and perceptions.
employee
Fiedler developed (…) theory that proposes an interaction between style and the (…) of the situation. Low LPC are most effective with (…) or (…) situations, wile high LPC are best with (…).
contingency, favorableness; very unfavorable or favorable, moderately favorable
Group (…) and the (…) shift phenomenon occur when decisions are more (…) in the group vs alone.
polarization, risky, extreme
A high degree of affective commitment is related to higher levels of (…) and (…), lower (…) and (…), and a greater willingness to sacrifice for the company. It does not have a significant impact on (…).
motivation, satisfaction, absenteeism, turnover, productivity
Bandura’s (…) (…) theory focuses on self-regulation and 4 processes: (…), (…), (…), and (…).
social cognitive, goal-setting, self-observation, self-evaluation, self-reaction
The (…) (…) is the # of jobs to applicants and (…) (…) is the proportion of successful decisions without the new predictors.
selection ratio, base rate,
(…) (…) are groups of employees who brainstorm and then present their solutions to management.
Quality Circles
Research suggests that individuals (…) alone do better than the same number (…) together.
brainstorming x 2
Two concepts associated with adverse impact are (…) (…) and (…). The later suggests that the (…) variable is biased and does not actually predict positive performance on a (…) variable for some minority group.
differential validity, unfairness, predictor, criterion
Kirkpatrick proposed 4 levels of criteria for evaluating a training program: (…), (…), (…), and (…).
reaction, learning, behavioral, and results
Holland emphasized good personality/work match with 6 personality types (RIASEC): (…).
realistic, investigative, artistic, social, enterprising, and conventional
High levels of job satisfaction are associated with (…), (…) employees with (…) jobs. The strongest relationship is between job satisfaction and (…) (.40).
older, higher-level, flexible, turnover
Hofstede described 5 national cultures dimensions: power distance, (…) avoidance, (…), masculinity, and (…)-(…) orientation.
uncertainty, individualism, long-term
Tuckman and Jensen identified 5 stages of group development: (…), storming, norming, (…), and (…).
forming, performing, adjourning
(TQM) stands for (…) (…) (…) which emphasizes customer service, employee (…), and continuing (…).
Total Quality Management, involvement, improvement
(…) networks are best for simple tasks, while (…) networks are better for complex and are associated with greater overall (…).
centralized, decentralized, satisfaction
(…)-of-(…) training is a type of (…) training emphasizing the (…) nature of job performance.
frame-of-reference training, multidimensional
An extension of the Yerkes-Dodson Law valuable for training, suggests that learning is best when moderate (…) is coupled with moderate (…) difficulty.
arousal, task
Kromboltz’s social learning theory suggests a person’s career (…) is determined by 4 variables interacting: genetic (…), (…) conditions, (…) experiences, and task (…) skills.
path, endowment, environmental, learning, approach
Folks high in nACH or (…) (…) (…), prefer frequent, (…) feedback and view monetary rewards as a source of (…) and (…).
need for achievement, concrete, feedback, recognition
(…)-(…) Theory suggests the best of 4 leadership styles: directive, (…), participative, or (…)-oriented depend on worker characteristics and ties organizational and individual goals together.
path-goal, supportive, achievement-oriented
Chin & Benne’s strategies for overcoming resistance to change include (3): (…), (…), and (…).
rational-emperical, normative-educative, power-coercive
The (…) with (…) (…) is legislation that requires companies with (…) or more employees to not discriminate against those with disabilities and make “(…) (…).”
Americans with Disabilities Act, 25, reasonable accomodations
(…) contamination occurs when a rater knows an individuals performance on a (…) and it affects how they rate them on the (…); can inflate the (…)-related (…) coefficient.
criterion, predictor, criterion, criterion-related validity coefficient
Lewin’s Force Field Analysis involves 3 stages of organizational change: (…), (…), and (…).
unfreezing, changing, and refreezing
The Job Characteristics Model describes 3 critical psychological states: (…), (…), and (…). These affect motivation, performance, turnover, etc.
meaningfulness, autonomy, and performance feedback
Decision-making (2): (…)-(…) model, folks maximize benefits by (…) searching for the (…) solution. (…) (…) model, it’s (…) by constraints so folks often (…) rather than optimize.
rational-economic, systematically, bounded rationality, limited, satisfice
Social (…) occurs when task is simple or well-learned. Social (…) occurs when task is new or complex.
facilitation, inhibition
McGregor’s Theory (…) managers believe employees must be (…) and (…), while Theory (…) believe employees are capable of (…)-(…) and (…)-(…).
X, directed, controlled, Y, self-control, self-direction
Big 5 Personality Traits: (…).
neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness
(…) (…) can reduce rater bias, they describe specific behaviors associated with (…) and (…) job performance.
critical incidents, outstanding, poor
(…) evaluation occurs when a training program is being developed, while a (…) eval assess outcome of that program.
formative, summative
Job (…) makes a job more challenging and rewarding versus job (…) which just increases the variety of tasks without improving autonomy, responsibility, etc.
enrichment, enlargement
3 Forms of Organizational Justice are: (…).
procedural, distributive, and interactional
3 Rater Biases include: (…), (…), and (…).
central tendency bias, leniency/strictness bias, halo effect
Tiedman saw career identity development as an aspect of (…) (…) development.
ego identity
The theory of motivation that involves perception that input/outcome ratios are similar is called (…) theory.
equity
Goal-setting theory proposes increased motivation when folks have explicitly (…) goals and are (…) to them.
accepted, committed
Incremental validity is maximized when the (…) (…) is low and the (…) (…) is moderate.
selection ration, base rate
Scientific management (…) jobs in and standardizes parts, (…) cooperation, and has folks assume (…) for their own share of the work.
analyzes, fosters, responsibility
Having very little (…) over tasks leads to stress-related problems.
control
Herzberg’s two-factor theory has two parts: (…) factors and (…) factors. The later include (…) and (…) working conditions.
motivator, hygiene, pay, pleasant
ERG Theory involves: (…), (…), and (…). It assumes needs become (…) important as they are met.
existence, relatedness, and growth, more
Schein’s 3 levels of culture: (…), (…) and (…), and (…).
artifacts, espoused values and beliefs, basic underlying assumptions
The best predictor of job performance across jobs and job settings is (…) (…) (…) tests.
general mental ability
Types of group tasks include: (…), (…), (…), and (…).
additive, compensative, disjunctive, and conjuctive
Super had a life career (…) in his model and involves career (…), the ability to (…) with developmental tasks of one’s life stage.
rainbow, maturity, cope
Krumboltz focused not on (…) between person and work, but on developing (…) and (…) to adapt effectively to changing work environment.
match, attitude, skills
In this model, worker motivation and satisfaction are affected by the presence/absence of 5 job characteristics:
Skill variety, task identity, task significance, autonomy, and feedback. Model applies best for people who are high in growth need and strength which are those people who have A high need for personal growth and development.
